Cours 4-5-6

Question 1

Before a crisis, you have to get ready for what?

Answer 1

-Sometimes, there are warning signs before a crisis… which people just don’t want to believe

-You can’t prepare for everything – but you can prepare for anything

-Prepare yourself for the most likely and the biggest impact that could happen.

Question 2

Un événement accidentel, c’est quel type de crise ( Tunamie)?

Answer 2

Ce n’est pas réputationnel mais bien fonctionnel.
Le réputationnel crises, impact vraiment l’image de ta compagnie

Question 3

Définition de crisis and issue? What is the difference?

Answer 3

Crisis
A crisis is a situation which has an immediate negative impact on an organization and takes that organization out of the environment of normal management procedures.

It is important to distinguish between a physical crisis which may affect the health and safety of staff, consumers and others, and a crisis of confidence. Both may have a serious and immediate impact on business.

Quand la compagnie fait face à la crise, la compagnie n’est pas capable de fonctionner
Physical crisis et procedural crisis c’est la même chose.

Issue
An issue is a condition of pressure (either internal or external) that, if it continues, may have a significant impact on the functioning or the interests of an organisation.

An issue may affect the attitudes and perceptions of key audiences. An issue may be a safety concern surrounding a product, for example.

An issue has the potential to become a crisis.
C’est un potential crisis, mais ce ne l’est pas encore. C’est plus une petite crise qui a le potentiel de devenir une grosse crise.

A crisis is perceptual: it is the perception of stakeholders that help to define an event as a crisis. A company or organization’s management must be able to see the event from the stakeholder’s perspective to properly assess whether a crisis has occurred.

Question 4

What are the definitions of crisis and incident?

Answer 4

Crisis and Incident

A crisis disrupts or affects the entire organization (or has the potential to do so): that’s the difference between a crisis and an incident, which is a minor and localized disruption. In some cases, an entire industry can be affected by a crisis in one of its member organizations.
More miner incident: Threat a miner incident as a crisis is a bad thing to do. Because it can make it worst then what it is.

Question 5

What tend to turn issues or incident into crisis?

Answer 5

Social media

Question 6

With social media what change in the crisis world?

Answer 6

Dans le temps ça devenait rarement une crise. Contrairement à aujourd’hui, tout pour tournée en crise en raison des medias sociaux. Il faut donc réagir beaucoup plus rapidement pour réduire les domage. Cela signifie que tu as encore plus de besoin d’une préparation à la crise. Avoir des scenario prêt en cas de besoin. Ton porte parole aussi doit être prêt à réagir.

Now :
 Citizen journalism, e.g. citizens posting live pictures
 Platform for sharing emotions / critics
 Increased risk of rumours and spreading of false information
 Increased risk of reputation damage

Question 7

Quand tu fais face à une crise, quelles questions dois-tu te demander?

Answer 7

• Ask yourself a number of questions:
 Is your company directly addressed?
 Questions or statements?
 How many people picked up on the ‘news’?
 Is the campaign the result of a genuine mistake or misstep?
 Or is it just a rumour?
 Are KOLs taking a stance?

• Take the time to assess whether engaging with the community is wise… and keep monitoring for possible escalation
• Have a plan in place for what the response will be & how it will be communicated …
we’ll come back to these different elements later!

Question 8

Name the caractéristiques of***

Answer 8

3. Characteristics
    Lack of information
    Unpredictable (≠ unexpected)
    Very rapid succession of events
    Public domain
    Risk of losing control

Question 9

Is it easy to lose a reputation?

Answer 9

It takes 20 years to build a reputation and five minutes to ruin it.

Question 10

Phases on a crisis?

Answer 10

1.Alert
2.Activation
3.Strategy
4.Implementation
5. Rebuilding

Question 11

Describe the phases on a crisis

Answer 11

1. Alert
    Detect incident
    Inform emergency services if relevant
    Assess situation
    Notify those who are empowered with “double-check” principle
    Decide to activate teams
    Alert teams
2. Activation
   • Set-up a first CMT-meeting
    Check CMT composition
    Establish a first situation analysis
    Set priorities & a crisis mission statement
    List stakeholders
    Determine next meeting
   • Inform Corporate
   • Alert tactical teams
   • Inform receptionists
   • Set up holding statement incident
   • Launch monitoring
   • Ask members to perform an initial risk assessment in their domain of expertise
   • Identify short-term must do’s
3. Strategy
    Define crisis handling strategy
    Translate it into concrete action plans
    Track additional incoming information
    Map key stakeholders
    Set up a crisis communication strategy for internal audiences,
    external stakeholders, press & social media
    Inform and give guidelines to sales representatives
    Monitor stakeholders’ reactions
    Evaluate mid-term consequences
    Liaise with impacted authorities
    Create contacts with victims
4. Implementation
    Follow-up on actions
    Reassess strategy based on new information
    Track additional incoming information
    Monitor stakeholders’ reactions
    Follow-up on contacts with key stakeholders
    Keep staff informed
    Evaluate long-term risks
5. Rebuilding
    Analyse logs
    Analyse reputational damage
    Make report with evaluation of CMT-efforts
    Adapt procedures

Question 12

Avec quel outil dois-tu commencer avant de faire l’ensemble des outils de communication?

Answer 12

Tu dois commencer avec tes messages clé et après à partir des messages clé tu dois faire les outils de communication nécessaire

Question 13

What is the most tangible asset of an organisation?

Answer 13

Reputation is the most important intangible asset of an organization

La réputation d’une organisation est un asset qui va protéger une organisation pendant une crise. C’est pas vrai que dans une crise ont pert l’ensemble de notre réputation. L’exemple de l’exam qu’il arrête pas de le dire

La réputation va avoir un lien avec ta valeur.

Question 14

Impression - perceptions - support - KPIs

Answer 14

Page 25 des notes de cours

Question 15

Crisis management

Answer 15

Crisis Management
The main goal is to guarantee that no matter what kind of major incident or issue arises,
the crisis response of the organisation allow to:

• Safeguard the health and safety of employees, local communities and the environment
• Pursue its production, business and commercial operations
• Limit financial or legal implications to a minimum
• Protect its reputation towards internal stakeholders, authorities, investors, clients,
suppliers, key opinion leaders, media, the public opinion in its whole

C’est pas toujours notre tache, on doit faire attention de pas se prendre pour un pompier ou autre.

Question 16

Crisis Reputation Management?

Answer 16

• Shape the attributions of the crisis – Au moment ou le crise arrive nous voulont savoir qui est reponsable de la crise, nous on doit s’assurer que les stakholder ne vont pas attribuer la faute sur nous.
• Change public and stakeholder’s perceptions of the organisation
• Reduce negative affect generated by the crisis

3 grosses écoles :

1- Retercal approche
2- Stratégic and context oriented approach – when, were and to whom an organization have to address nous on se concentre sur elle
3- Multivocol approach – Regarde la communication de tous (partie prenante) et leur intérêt de la crise.

Question 17

Situational crisis communication Model

Answer 17

1- CRISIS : Starting point, une crise prend place
2- Crises reponsability – la question est a quel extend les partie prenantes penses qu’on est reponsable de la crise. On est humain et on a besoin d’un responsable. Cela va dépendre de paramètre.
3- Crises history – c’est tu la première fois que ça l’arrive à ton organisation., c’était quand la dernière fois que c’esr arriver.
4- Reputation history – C’est quoi ta réputation initiale au début de la crise, c’est quoi ta relation avec les parties prenantes avant que ta crise commence.
5- Crises response stat – ce que ta compagnie dit et ces quoi ton message, ça va affecter la crise et sa gestion. Ca va effectercomemnt les parties prenantes vont t’attrébuer la crise
6- Institutional reputation – Taking to akount la reputation de l’organisation
7- Emotions
8- Behavioral outcomes : ça va changer selon la gestion de la crise

Question 18

Crises responsibility in a Victim cluster?

Answer 18

Victim cluster: In these crisis types, the organisation is also a victim of the crisis.
Weak attributions of crisis responsibility = Mild reputational threat
• Natural disaster: Acts of nature damage an organization such as an earthquake.
• Rumor: False and damaging information about an organization is being circulated.
• Workplace violence: Current or former employee attacks current employees onsite.
• Product tampering/Malevolence: External agent causes damage to an organization.

C’est le plus dans le vert

Question 19

Crises responsibility in accidental cluster?

Answer 19

Accidental cluster: In these crisis types, the organisational actions leading to the crisis were unintentional.

Minimal attributions of crisis responsibility = Moderate reputational threat
• Challenges: Stakeholders claim an organization is operating in an inappropriate manner.
• Technical-error accidents: A technology or equipment failure causes an industrial accident.
• Technical-error product harm: A technology or equipment failure causes a product to be recalled.

Il est après celui dans le vert complet, il se retrouve plus entre le jaune et le orange

Question 20

Crisis responsibility in a intentional cluster

Answer 20

Intentional cluster: In these crisis types, the organisation knowingly placed people at risk,
took inappropriate actions or violated a law/regulation.
Strong attributions of crisis responsibility = Severe reputational threat
• Human error accidents: Human error causes an industrial accident.
• Human-error product harm: Human error causes a product to be recalled.
• Organizational misdeed with no injuries: Stakeholders are deceived without injury.
• Organizational misdeed management misconduct: Laws or regulations are violated by management.
• Organizational misdeed with injuries: Stakeholders are placed at risk by management and injuries occur.

Dans le rouge mais pas au fond du rouge

Question 21

What are the factors influencing the crisis strategy

Answer 21

• The crisis threshold
• Knowledge of the topic
• Risks
• Media exposure
• Predictable course of the crisis
• Sharing of responsabilities
• Game of competition
• Timing

On doit prendre en consideration des paramètre avant de mettre en place une stratégie de gestion de crise. Tu n’as pas beaucoup de temps pour décider la position et message de ta compagnie et tu ne peut pas la changer plein de fois sinon c’est pas bon pour ta crédibilité.
Ton message doit être consistant sinon ça marche pas.
Si jamais tu réalise que ce que tu as dit la vieille c’est pas vrai, tu dois justifier ton changement, mais c’est pas un bon sénarion pc c’est pas bon pour ton image auprès des parties prenantes

Question 22

Dans les premières heure/jour d’une crise que doit tu faire?

Answer 22

Dans les première heure et les premier jour du doit décider c’est quoi ta réponsre et pendre des paramètre en considération ceux-ci :
• The crisis threshold – est-ce que ça touche le publique en general
• Knowledge of the topic – C’est tu un sujet que les medias aimerait
• Risks – Est-ce que ça peut affecter un grand nombre de personne
• Media exposure
• Predictable course of the crisis
• Sharing of responsabilities
• Game of competition
• Timing

1- we know
What happened?
Avoid misunderstanding or fake information
- do not speculate on cause or responsibility
-no jargon

2-we do
What did extx do?
to manage the incident
to avoid the incident
-safety = priority 1
-thank other actors involved
-no jargon

3- We care
Show empathy
*we regret, we understand your concern, we apologize
- Do not overreact
- Do not claim responsibility

1- En fesant la première étape tu ne peut pas faire d’erreur. ATT : mais we know we care ne peut pas être notre seul stratégie tout au long de la crise c’est juste une première phase .

Sa va te permettre de pas dire une réponse à la crise que tu va regretter plus tard. Ce n’est pas une réponse à la crise, c’est pour te donner du temps pour investiguer la situation.

Question 23

Crisis response strategy 1

Answer 23

Page 30 des notes de cours

Question 24

Crisis response strategies 2

Answer 24

It’s Me
Recognition

Goal
• Show transparency, gain legitimacy, enjoy mitigating factors, improve reputation, stop crisis. Ne dit pas que c”est toi sit u ne sais même pas.

Conditions of success
• Firm
• With explanatory measures
• Fast – tu peux pas laisser ça devenir énorme et après sortir et dire oui c’est moi

Several options
• Assuming responsibility and repairing damage provides an advantage from a legal and media point of view
• Express its incomprehension if the company does not know the reasons for the situation
• Extend responsibility to external stakeholders, such as regulatory authorities.
C’est la Meilleur statégie pour la réputation. Tu le dit et tu le reconnait.

The other option
Side project

Moving the place of the debate and bring a different angle
• Leave the weak area, a defensive position to communicate on a positive topic, draw the attention on something else.

Conditions of success
• Rely on tangible elements

Several options
• Counterattacking and pointing out the benefits for the competitors
• Transfer responsibility outside the company
• Limit your communication, or communicate more strongly on another topic
• Emphasize that the worst has been avoided and that the situation could have been much more serious

NO
Refusal/Denial

Denegation
• Deny responsibility and dismiss charges, dangerous strategy, there is no crisis

Several options
• Remaining silent from the onset of the crisis
• Stop talking from a specific moment and therefore no longer fuel the crisis
• Advancing the principle of the missing link
• Minimizing the effects of the crisis, you are the only one with the info/data
• Fuse strategy
• Blame a group of employees
• Deny responsibility by deferring it to a past period
• Name/brand change

Question 25

The reality

Answer 25

The reality
• Emotions can transform your communication
• Curiosity is immediate and insatiable
• You know nothing but you have to communicate a lot and quickly
• Nobody is interested in your emotional states
• Your IQ can approach 0
• Everyone becomes expert in “your” field
• The framing is often unfavourable/negative to you
• We expect you to plan everything and take care of everything
• Your company is immediately judged. It is only after that stakeholders will form a more objective opinion
• You need to be 100% coherent

1- Tu prend conte des info tu as
2- Tu définis ta stratégie
3- Tu peut maintenant trouver tes messages clé

Question 26

Crisis strategy 3

Answer 26

Crisis strategy 3 page 32 des notes de cours